30
Nicolai Andler Tools for Project Management Workshops and Consulting
Nicolai Andler graduated from the Technical University of Berlin with a combined Masters of Commerce and Masters of Chemical Engineering degree with distinction The Technical University of Berlin is one of the few universities that have a faculty for systems engineering which is the science on which this book is partly based He also holds a Master of Management degree from the French Graduate School of Business in Toulouse (Grande Ecole Supeacuterieure de Commerce de Toulouse ndash MBA equivalent) with a specialization in lsquomanagement of multinational groupsrsquo and lsquointernational business strategiesrsquo
Before founding his own company the Ignite Group Nicolai Andler was a senior consultant with an IT and CRM consultancy for several years Prior to working in the IT consulting field he had freelance experience in management consulting in Europe and several years of management con-sulting (business transformation projects focusing on business process reengineering and supply chain improvements) with an international management consultancy in South Africa He has worked with clients in the financial services (retail banking life insurance and employee bene-fit) public sector (education revenue and customs government agencies) waste management chemical and petrochemical industries
Since 2010 Nicolai Andler is a managing partner at the Swiss consulting company MC2 Institute that specialises in management consulting training and e-learning for companies corporate universities and tertiary education institutions For MC2 he also created the award winning busi-ness tools platform Solverra
Besides his management consulting activities Nicolai Andler works as a business analyst in the IT area as a guest lecturer at various academic institutions as a trainer and facilitator for companies and as a business coach for entrepreneurs
Acknowledgement
This book would not have been possible without the direct and indirect help and support of many individuals Their contributions have influenced the book sub-stantially A special thank you to my publishing editor Dr Gerhard Seitfudem from Publicis Publishing for his ongoing support and dedication to excellence Finally I would like to dedicate this book to my parents Elisabeth and Erwin Andler for their love trust support and never-ending faith in me
Tools forProject Management
Workshops andConsulting
A must-have compendium ofessential tools and techniques
by Nicolai Andler
Third revised and considerably enlarged edition 2016
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie detailed bibliographic data are available in the Internet at httpdnbd-nbde
The book contains links and references to other sources incl internet URLs Author and publisher do not take responsibilities for the content opinions and information provided by those pages They do not endore any of the contents or products displayed on those pages There are no commercial or other arrangements or agreements in place with any of the provided sources or web pages owners
Print ISBN 978-3-89578-447-7 ePDF ISBN 978-3-89578-918-2 EPUB ISBN 978-3-89578-723-2 mobi ISBN 978-3-89578-822-2
Third edition 2016
Publisher Publicis Publishing Erlangen Germanycopy 2016 by Publicis Pixelpark Erlangen ndash eine Zweigniederlassung der Publicis Pixelpark GmbH
This publication and all parts thereof are protected by copyright Any use of it outside the strict provisions of the copyright law without the consent of the publisher is forbidden and will incur penalties This applies particularly to reproduction translation microfilming or other processingsbquo and to storage or processing in electronic systems It also applies to the use of individual illustrations or extracts from the text
Printed in Germany
The author and publisher have taken great care with all texts and illustrations in this book Nevertheless errors can never be completely avoided The publisher and author accept no liability regardless of legal basis Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners
wwwpublicis-booksde
Editor Dr Gerhard Seitfudem gerhardseitfudempublicispixelparkde
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Nicolai Andler Tools for Project Management Workshops and Consulting
Nicolai Andler graduated from the Technical University of Berlin with a combined Masters of Commerce and Masters of Chemical Engineering degree with distinction The Technical University of Berlin is one of the few universities that have a faculty for systems engineering which is the science on which this book is partly based He also holds a Master of Management degree from the French Graduate School of Business in Toulouse (Grande Ecole Supeacuterieure de Commerce de Toulouse ndash MBA equivalent) with a specialization in lsquomanagement of multinational groupsrsquo and lsquointernational business strategiesrsquo
Before founding his own company the Ignite Group Nicolai Andler was a senior consultant with an IT and CRM consultancy for several years Prior to working in the IT consulting field he had freelance experience in management consulting in Europe and several years of management con-sulting (business transformation projects focusing on business process reengineering and supply chain improvements) with an international management consultancy in South Africa He has worked with clients in the financial services (retail banking life insurance and employee bene-fit) public sector (education revenue and customs government agencies) waste management chemical and petrochemical industries
Since 2010 Nicolai Andler is a managing partner at the Swiss consulting company MC2 Institute that specialises in management consulting training and e-learning for companies corporate universities and tertiary education institutions For MC2 he also created the award winning busi-ness tools platform Solverra
Besides his management consulting activities Nicolai Andler works as a business analyst in the IT area as a guest lecturer at various academic institutions as a trainer and facilitator for companies and as a business coach for entrepreneurs
Acknowledgement
This book would not have been possible without the direct and indirect help and support of many individuals Their contributions have influenced the book sub-stantially A special thank you to my publishing editor Dr Gerhard Seitfudem from Publicis Publishing for his ongoing support and dedication to excellence Finally I would like to dedicate this book to my parents Elisabeth and Erwin Andler for their love trust support and never-ending faith in me
Tools forProject Management
Workshops andConsulting
A must-have compendium ofessential tools and techniques
by Nicolai Andler
Third revised and considerably enlarged edition 2016
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie detailed bibliographic data are available in the Internet at httpdnbd-nbde
The book contains links and references to other sources incl internet URLs Author and publisher do not take responsibilities for the content opinions and information provided by those pages They do not endore any of the contents or products displayed on those pages There are no commercial or other arrangements or agreements in place with any of the provided sources or web pages owners
Print ISBN 978-3-89578-447-7 ePDF ISBN 978-3-89578-918-2 EPUB ISBN 978-3-89578-723-2 mobi ISBN 978-3-89578-822-2
Third edition 2016
Publisher Publicis Publishing Erlangen Germanycopy 2016 by Publicis Pixelpark Erlangen ndash eine Zweigniederlassung der Publicis Pixelpark GmbH
This publication and all parts thereof are protected by copyright Any use of it outside the strict provisions of the copyright law without the consent of the publisher is forbidden and will incur penalties This applies particularly to reproduction translation microfilming or other processingsbquo and to storage or processing in electronic systems It also applies to the use of individual illustrations or extracts from the text
Printed in Germany
The author and publisher have taken great care with all texts and illustrations in this book Nevertheless errors can never be completely avoided The publisher and author accept no liability regardless of legal basis Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners
wwwpublicis-booksde
Editor Dr Gerhard Seitfudem gerhardseitfudempublicispixelparkde
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Nicolai Andler graduated from the Technical University of Berlin with a combined Masters of Commerce and Masters of Chemical Engineering degree with distinction The Technical University of Berlin is one of the few universities that have a faculty for systems engineering which is the science on which this book is partly based He also holds a Master of Management degree from the French Graduate School of Business in Toulouse (Grande Ecole Supeacuterieure de Commerce de Toulouse ndash MBA equivalent) with a specialization in lsquomanagement of multinational groupsrsquo and lsquointernational business strategiesrsquo
Before founding his own company the Ignite Group Nicolai Andler was a senior consultant with an IT and CRM consultancy for several years Prior to working in the IT consulting field he had freelance experience in management consulting in Europe and several years of management con-sulting (business transformation projects focusing on business process reengineering and supply chain improvements) with an international management consultancy in South Africa He has worked with clients in the financial services (retail banking life insurance and employee bene-fit) public sector (education revenue and customs government agencies) waste management chemical and petrochemical industries
Since 2010 Nicolai Andler is a managing partner at the Swiss consulting company MC2 Institute that specialises in management consulting training and e-learning for companies corporate universities and tertiary education institutions For MC2 he also created the award winning busi-ness tools platform Solverra
Besides his management consulting activities Nicolai Andler works as a business analyst in the IT area as a guest lecturer at various academic institutions as a trainer and facilitator for companies and as a business coach for entrepreneurs
Acknowledgement
This book would not have been possible without the direct and indirect help and support of many individuals Their contributions have influenced the book sub-stantially A special thank you to my publishing editor Dr Gerhard Seitfudem from Publicis Publishing for his ongoing support and dedication to excellence Finally I would like to dedicate this book to my parents Elisabeth and Erwin Andler for their love trust support and never-ending faith in me
Tools forProject Management
Workshops andConsulting
A must-have compendium ofessential tools and techniques
by Nicolai Andler
Third revised and considerably enlarged edition 2016
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie detailed bibliographic data are available in the Internet at httpdnbd-nbde
The book contains links and references to other sources incl internet URLs Author and publisher do not take responsibilities for the content opinions and information provided by those pages They do not endore any of the contents or products displayed on those pages There are no commercial or other arrangements or agreements in place with any of the provided sources or web pages owners
Print ISBN 978-3-89578-447-7 ePDF ISBN 978-3-89578-918-2 EPUB ISBN 978-3-89578-723-2 mobi ISBN 978-3-89578-822-2
Third edition 2016
Publisher Publicis Publishing Erlangen Germanycopy 2016 by Publicis Pixelpark Erlangen ndash eine Zweigniederlassung der Publicis Pixelpark GmbH
This publication and all parts thereof are protected by copyright Any use of it outside the strict provisions of the copyright law without the consent of the publisher is forbidden and will incur penalties This applies particularly to reproduction translation microfilming or other processingsbquo and to storage or processing in electronic systems It also applies to the use of individual illustrations or extracts from the text
Printed in Germany
The author and publisher have taken great care with all texts and illustrations in this book Nevertheless errors can never be completely avoided The publisher and author accept no liability regardless of legal basis Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners
wwwpublicis-booksde
Editor Dr Gerhard Seitfudem gerhardseitfudempublicispixelparkde
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Tools forProject Management
Workshops andConsulting
A must-have compendium ofessential tools and techniques
by Nicolai Andler
Third revised and considerably enlarged edition 2016
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie detailed bibliographic data are available in the Internet at httpdnbd-nbde
The book contains links and references to other sources incl internet URLs Author and publisher do not take responsibilities for the content opinions and information provided by those pages They do not endore any of the contents or products displayed on those pages There are no commercial or other arrangements or agreements in place with any of the provided sources or web pages owners
Print ISBN 978-3-89578-447-7 ePDF ISBN 978-3-89578-918-2 EPUB ISBN 978-3-89578-723-2 mobi ISBN 978-3-89578-822-2
Third edition 2016
Publisher Publicis Publishing Erlangen Germanycopy 2016 by Publicis Pixelpark Erlangen ndash eine Zweigniederlassung der Publicis Pixelpark GmbH
This publication and all parts thereof are protected by copyright Any use of it outside the strict provisions of the copyright law without the consent of the publisher is forbidden and will incur penalties This applies particularly to reproduction translation microfilming or other processingsbquo and to storage or processing in electronic systems It also applies to the use of individual illustrations or extracts from the text
Printed in Germany
The author and publisher have taken great care with all texts and illustrations in this book Nevertheless errors can never be completely avoided The publisher and author accept no liability regardless of legal basis Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners
wwwpublicis-booksde
Editor Dr Gerhard Seitfudem gerhardseitfudempublicispixelparkde
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie detailed bibliographic data are available in the Internet at httpdnbd-nbde
The book contains links and references to other sources incl internet URLs Author and publisher do not take responsibilities for the content opinions and information provided by those pages They do not endore any of the contents or products displayed on those pages There are no commercial or other arrangements or agreements in place with any of the provided sources or web pages owners
Print ISBN 978-3-89578-447-7 ePDF ISBN 978-3-89578-918-2 EPUB ISBN 978-3-89578-723-2 mobi ISBN 978-3-89578-822-2
Third edition 2016
Publisher Publicis Publishing Erlangen Germanycopy 2016 by Publicis Pixelpark Erlangen ndash eine Zweigniederlassung der Publicis Pixelpark GmbH
This publication and all parts thereof are protected by copyright Any use of it outside the strict provisions of the copyright law without the consent of the publisher is forbidden and will incur penalties This applies particularly to reproduction translation microfilming or other processingsbquo and to storage or processing in electronic systems It also applies to the use of individual illustrations or extracts from the text
Printed in Germany
The author and publisher have taken great care with all texts and illustrations in this book Nevertheless errors can never be completely avoided The publisher and author accept no liability regardless of legal basis Designations used in this book may be trademarks whose use by third parties for their own purposes could violate the rights of the owners
wwwpublicis-booksde
Editor Dr Gerhard Seitfudem gerhardseitfudempublicispixelparkde
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
5
Brief contentsOverview of tools
The authorrsquos rating is based on his subjective perception of ease of use and effectiveness (lsquoadded value for time investedrsquo)
Advanced experience
skill requiredAverage experience
skillEasy
just try it
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Define situationproblem
5W Problem questions 58 Problem definition 59 Boundary examination 65 Problem tree 68 From As-Is to To-Be 72 Problem goal twist 75 SPIN 77 KepnerTregoe problem diagnosis 79 Reverse the problem 81 Hypotheses 82 Hypothesis tree 83 Competing hypotheses 88 Issue tree 89 Influence matrix 92 Fishbone or Cause-effect tool 94 Black box 96 IS ndash IS NOT 99 Stakeholder expectation management 101 Stakeholder analysis 103 Stakeholder map 109 Stakeholder influence matrix 112 Stakeholder accordion 114 Stakeholder swapping 116 Context diagram 118 Silo view 122 Helicoptering 124 Mind map 125 Diagnosis plan 128
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Brief contentsOverview of tools
6
Information gathering
Desk researchdatabase research 144 Interview (unstructured) 145 Socratic debate 146 Focus interview 150 Systemic questions 152 Six Pillars 156 Tripod (mixed) 160 Octagon 161 Focus groups (unstructured) 163 Surveyfield study 165 Direct observation (DILO = day in the life of) 167 Delphi or expert panel 168 Scenario analysis 169 Questionnaire (structured) 171 Climate assessment (structured) 173 Information gathering plan 177 5 Whys 178
Creativity Brainstorming 182 Cardstorming 184 6-3-5 186 Questions circle 187 Lotus blossom 188 Irritating words 189 Mental provocation 191 Cross associations 192 Funny Man 194 Opponents advocate 195 Fishpond 197 Bionic 198 Synectics 198 Bisociations 202 Distraction 203 Provocative associations 204 RARA 205 Morphological matrix 207 Attribute listing 208 Nyaka (defect analysis) 209 Merlin techniqueOsborn checklist 211
Information consolidation
Cornell notes 219 Pareto (8020) 221 ABC 223 Information matrix 225 Card sorting 227 Affinity diagram 228 Venn diagram 230 Force field 232
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Brief contentsOverview of tools
7
Goal setting Objectives tree 240 Goal hierarchy 243 Charter 246 Goal catalogue 247 X-matrix (Hoshin) 250 SMART goals 253 Goal grid 254 Well-defined outcomes 255 3 P statements 258 SNAP 259
Strategic analysis
Value chain analysis 267 Critical success factor (CSF) 271 Hedgehog 274 SWOT and TOWS 277 Life cycle 284 5 Forces 289 Competitor analysis 293 Customer segmentation 297 Strategic market group 300 Environmental analysis (PEST) 304
Strategic development
Business matrix 307 Productmarket mix 312 Blue ocean 315 Strategic development options 319 Strategy matrix 324
Technical analysis
Architectural decomposition view 326 Functional decomposition 328 Process analysis 331 Interface analysis 334 Logical data relationship 338 Entity relationship diagram 340 Technology and systems landscape 342 Requirements catalogue 344 Logical and functional system modelling 346
Organisational analysis
Organisational structure 350 Diamond grading 355 Org structure versus process 356 Span of control 358 Organisational assessment 360 Powergram 361 Communication net 364 Communication matrix 366 Communication structures 370
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Brief contentsOverview of tools
8
Decision making
Decision tree 377 Perspectives3 379 Argument balance 380 Swap sorting 382 Pair ranking 382 Cross of beliefs 384 Polarities 385 Utility analysis 387 Nominal group 389 100 Points 391 Cartesian coordinates 392 Vroom Yetton 393 Risk analysis 396 Prioritisation matrices 401 Think 360 406 Distance mapping 408 Reflections 411
Project management
Project contract 421 LogFrame 424 Project roadmapprogramme 430 Work breakdown structure 432 Gantt chart 436 Project work plan 437 Project environment analysis 438 Project structure 440 Project management roles and responsibilities 442 Project communication plan 445 Accountability matrix (CIDA) 449 Stakeholder communication 451 Workshop guideline 453 Expectation review 455 Booz ball evaluation 456 Six thinking hats 457 Action steps and reviews 458 Project management skills radar 459
Checklists and questions
Check questions for a project start 463 Check questions to review ideas and qualitative information
464
Check questions to define the current situation ndash diagnostic
464
Check questions to define goals and objectives 465 Check questions during an analysis 466 Check questions during decision making 467 Check questions for the project initiation phase
468
Scenarios (lsquoshopping listrsquo of tools)
Authorrsquos top 10 tools 469 Good practice for project and problem definition
469
Project planning and definition 471 Strategic analysis 472 Org analysis and org design 473 Organisational restructuring 474 Feasibility study 474 System development 475 Strategy workshop 476 Business process improvements 477
Purpose of category
Tools or technique name Page Ease of use
Effective-ness
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
9
Application areas of each tool (At the end of the book there is an alphabetically sorted overview)
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
5W Problem questions 58 times times
Problem definition 59 times times times
Boundary examination 65 times times
Problem tree 68 times times
From As-Is to To-Be 72 times times times
Problem goal twist 75 times times
SPIN 77 times times
KepnerTregoe problem diagnosis
79 times times
Reverse the problem 81 times times
Hypotheses 82 times times
Hypothesis tree 83 times
Competing hypotheses 88 times
Issue tree 89 times times times
Influence matrix 92 times
Fishbone or Cause-effect tool
94 times times times
Black box 96 times times
IS ndash IS NOT 99 times times times
Stakeholder expectation management
101 times times times
Stakeholder analysis 103 times times
Stakeholder map 109 times times times
Stakeholder influence matrix 112 times times times
Stakeholder accordion 114 times
Stakeholder swapping 116 times
Context diagram 118 times times times times
Silo view 122 times times times
Helicoptering 124 times
Mind map 125 times times times times
Diagnosis plan 128 times times
Desk researchdatabase research
144 times
Interview 145 times
Socratic debate 146 times
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Application areas of each tool
10
Focus interview 150 times
Systemic questions 152 times
Six Pillars 156 times times
Tripod 160 times
Octagon 161 times
Focus groups 163 times
Surveyfield study 165 times
Direct observation (DILO) 167 times
Delphi or expert panel 168 times
Scenario analysis 169 times times times times
Questionnaire 171 times
Climate assessment 173 times times
Information gathering plan 177 times times times
5 Whys 178 times times times times
Brainstorming 182 times
Cardstorming 184 times
6-3-5 186 times
Questions circle 187 times
Lotus blossom 188 times
Irritating words 189 times
Mental provocation 191 times
Cross associations 192 times
Funny Man 194 times
Opponents advocate 195 times times
Fishpond 197 times
Bionic 198 times
Synectics 198 times
Bisociations 202 times
Distraction 203 times
Provocative associations 204 times
RARA 205 times times
Morphological matrix 207 times
Attribute listing 208 times
Nyaka 209 times
Merlin techniqueOsborn checklist
211 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Application areas of each tool
11
Cornell notes 219 times times
Pareto (8020) 221 times times
ABC 223 times
Information matrix 225 times
Card sorting 227 times
Affinity diagram 228 times
Venn diagram 230 times
Force field 232 times times times
Objectives tree 240 times times times
Goal hierarchy 243 times times times
Charter 246 times times
Goal catalogue 247 times
X-matrix (Hoshin) 250 times times times
SMART goals 253 times times
Goal grid 254 times
Well-defined outcomes 255 times
3 P statements 258 times times
SNAP 259 times
Value chain analysis 267 times
Critical success factor (CSF) 271 times
Hedgehog 274 times
SWOT and TOWS 277 times
Life cycle 284 times
5 Forces 289 times
Competitor analysis 293 times
Customer segmentation 297 times
Strategic market group 300 times
Environmental analysis (PEST)
304 times
Business matrix 307 times
Productmarket mix 312 times
Blue ocean 315 times times
Strategic development options
319 times times
Strategy matrix 324 times
Architectural decomposition view
326 times times times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Application areas of each tool
12
Functional decomposition 328 times times
Process analysis 331 times times
Interface analysis 334 times
Logical data relationship 338 times
Entity relationship diagram 340 times times
Technology and systems landscape
342 times
Requirements catalogue 344 times
Logical and functional system modelling
346 times times
Organisational structure 350 times times
Diamond grading 355 times
Org structure versus process 356 times times
Span of control 358 times
Organisational assessment 360 times
Powergram 361 times times times
Communication net 364 times
Communication matrix 366 times times
Communication structures 370 times
Decision tree 377 times times times
Perspectives3 379 times
Argument balance 380 times
Swap sorting 382 times
Pair ranking 382 times
Cross of beliefs 384 times times
Polarities 385 times times times
Utility analysis 387 times
Nominal group 389 times
100 Points 391 times
Cartesian coordinates 392 times times
Vroom Yetton 393 times
Risk analysis 396 times times times
Prioritisation matrices 401 times times times
Think 360 406 times
Distance mapping 408 times times
Reflections 411 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Application areas of each tool
13
Project contract 421 times times times
LogFrame 424 times times times
Project roadmapprogramme
430 times times times
Work breakdown structure 432 times
Gantt chart 436 times
Project work plan 437 times
Project environment analysis 438 times times times
Project structure 440 times times
Project management roles and responsibilities
442 times
Project communication plan 445 times
Accountability matrix (CIDA) 449 times times
Stakeholder communication 451 times
Workshop guideline 453 times times
Expectation review 455 times times times
Booz ball evaluation 456 times times
Six thinking hats 457 times times
Action steps and reviews 458 times
Project management skills radar
459 times
Name of tool or technique
Page Define Situation
Informa-tion
gather-ing
Cre-ativity
Informa-tion
consoli-dation
Goal setting
Stra-tegic
analysis
Techni-cal
analysis
Org analysis
Decision making
Project manage-
ment
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
14
Foreword
This book is of the kind you always wanted but didnt think would or could ever existthe universal field theory of problem solving
My experience in science (Chemical Engineering) and business (management con-sulting) over the years has led me to believe that the world of problem solvingapproaches methods tools and techniques is infinite and wobbling I found duringmy own struggles in professional life that the only salvation was to make do with thetricks I had come across more or less by happenstance
Nicolai Andler indoctrinated by systems engineering and equipped with an admira-bly systematic mind has taken upon himself to get order and structure into this con-glomerate of problem solving tools and techniques
To do this he has based himself on his mental model of a stepwise iterative problemsolving process correlated with 10 categories of tools He scanned the universe oftools and compiled them intelligently in this book so that it has become a real ency-clopaedia for problem solvers of all kinds
It is amazing and comforting to see how this book creates such clarity about the rami-fications in the problem solvers mind And it is hilarious to realize how straightfor-ward dealing with problem and project situations can be
The author also spells out a warning tools and techniques require skills and experi-ence in order to be used appropriately and effectively Cognitive and methodical com-petence is one thing ndash social and implementation competences are the other criticalingredients of problem solving mastery
In this respect Nicolai Andlers book is a treasure of operational information both forpeople who have long been into the practice of project management and consultingas well beginners in need of a roadmap
Prof Dr-Ing Tom Sommerlatte
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
15
Preface
lsquoMost ideas on management have been around for a very long time and the skill of themanager consists in knowing them all and rather as he might choose the appropriate golfclub for a specific situation choosing the particular ideas which are most appropriate forthe position and time in which he finds himselfrsquo (Sir John Harvey-Jones)
This book developed as a result of my requirement to have a simple comprehensiveand well-structured repertoire of tools for my own consulting activities Whenever Iwanted to lsquopull the rabbit out of the hatrsquo I used to waste time browsing through pre-vious project work to find things I had done previously In order to avoid having tolsquoreinvent the wheelrsquo each time I developed my own lsquocheat sheetrsquo ndash a list with namesof tools to prompt and remind me of what was lsquoavailablersquo While developing andimplementing an lsquointernal consultancy and project officersquo project for a client the ideaemerged to share my compendium of tools with the client and train the employees inthe use and application Since then this document has undergone many revisionsMy exposure to many different disciplines eg psychology economics engineeringsystems thinking strategic management organisational design coaching counsel-ling change management organisational behaviour customer relationship manage-ment systems analysis and design and IT architecture and communication hasshaped and influenced the collection of tools in this book
For the previous 2nd edition categories had been edited tools were expanded oradded Containing 23 new tools the book comprised 122 tools as well as additionalcategories and business scenarios
For this edition for which the book has been considerably revised and enlarged clientfeedback workshops and trainings again provided many ideas for improvements 30new tools have been added to cater for requests from professionals students andreaders The now 152 tools were regrouped within their categories in a more sequen-tial and practical order For example the tools in the category situation definition arenow bundled and sequenced in a more useful way starting with tools used for prob-lem definition followed by tools that deal with people (stakeholder management)and lastly contextual tools In a similar way tools in the category information gather-ing and information consolidation are now grouped according to the qualitative orquantitative nature of the information the tools primarily deal with The overviewtables and introduction sections of each tool category have also been rearranged andupgraded with additional diagrams to help you find a suitable tool more easily
My heartfelt thanks to all the readers and users of the book who through their pur-chase have contributed to its global distribution and have provided great feedback
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Preface
16
helping me to improve the book Some readers voiced their need for a lsquogoldenthreadrsquo ndash a guideline on which tools to use and in which sequence Whilst there is nolsquosimple painting-by-numbersrsquo there is certainly a basic logic which I tried to convertinto a diagram for you (see section 236)
As the author I have a wish Help me establish this book as an international standardso that the work of all problem solvers consultants project managers trainers andother related professionals becomes easier better and smarter My wish is that thisbook helps to save much time and ultimately ensure that users have a lsquowork-free week-endrsquo So please refer to it use it distribute it and provide me with ideas to improve itAnd if you think that I have misrepresented intellectual property or missed a valuablealternative reference or source please contact me at naNicolaiAndlercom For thelatest updates digital templates and related service offering visit wwwNicolaiAndlercom
I also want to make you aware of a complementing work that addresses the lsquoshort-comingsrsquo of this book lsquothe soft skills Watch out for the book lsquoTools for Change Man-agement Leadership and Coaching ndash A most complete compendium of tools andtechniques for managing change and working with organisations teams and individ-ualsrsquo
Cape Town May 2016 Nicolai Andler
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
17
Table of contents
Brief contentsOverview of tools 5
Application areas of each tool 9
1 Introduction to the concept and application of this book 23
11 Structure of this book 2312 How to use the book 23
13 The target audience of this book 24
14 The scope of this book 2515 Skills and competencies for your personal development 25
16 Clarification on methodologies models tools and techniques 27
2 Problem solving approach and application 29
21 Problem solving 29211 Different problem solving processes and approaches 30212 The problem solving process used in this book 31213 Mental thinking levels during problem solving 35214 Problem solving process and consulting process 36215 The authorrsquos assumptions 38216 Macro logic project cycle ndash micro logic problem solving cycle 40
22 Categories of tools 4423 How to select the right tool 48231 Overview of tools 48232 Where lsquoinrsquo the problem solving process am I 49233 Checklist for problem solving processes to identify required tool 49234 What is the right category 50235 How to compile the shopping list 50236 Application sequence of tools 52
3 Diagnosis 54
31 Definition of a situationproblem 54311 5W Problem questions 58312 Problem definition 59313 Boundary examination 65
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Table of contents
18
314 Problem tree 68315 From As-Is to To-Be 72316 Problem goal twist 75317 SPIN 77318 KepnerTregoe problem diagnosis 79319 Reverse the problem 813110 Hypotheses 823111 Hypothesis tree 833112 Competing hypotheses 883113 Issue tree 893114 Influence matrix 923115 Fishbone or Cause-effect tool 943116 Black box 963117 IS ndash IS NOT 993118 Stakeholder expectation management 1013119 Stakeholder analysis 1033120 Stakeholder map 1093121 Stakeholder influence matrix 1123122 Stakeholder accordion 1143123 Stakeholder swapping 1163124 Context diagram 1183125 Silo view 1223126 Helicoptering 1243127 Mind map 1253128 Diagnosis plan 128
32 Information gathering 130321 Desk researchdatabase research 144322 Interview (unstructured) 145323 Socratic debate 146324 Focus interview 150325 Systemic questions 152326 Six Pillars 156327 Tripod (mixed) 160328 Octagon 161329 Focus groups (unstructured) 1633210 Surveyfield study ndash dipstick 1653211 Direct observation (DILO = day in the life of) 1673212 Delphi or expert panel 1683213 Scenario analysis 1693214 Questionnaire (structured) 1713215 Climate assessment (structured) 1733216 Information gathering plan 1773217 5 Whys 178
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Table of contents
19
33 Creativity 179331 Brainstorming 182332 Cardstorming 184333 6-3-5 186334 Questions circle 187335 Lotus blossom 188336 Irritating words 189337 Mental provocation 191338 Cross associations 192339 Funny Man 1943310 Opponents advocate 1953311 Fishpond 1973312 Bionic 1983313 Synectics 1983314 Bisociations 2023315 Distraction 2033316 Provocative associations 2043317 RARA 2053318 Morphological matrix 2073319 Attribute listing 2083320 Nyaka (defect analysis) 2093321 Merlin techniqueOsborn checklist 211
34 Information consolidation 214341 Cornell notes 219342 Pareto (8020) 221343 ABC 223344 Information matrix 225345 Card sorting 227346 Affinity diagram 228347 Venn diagram 230348 Force field 232
4 Goals and objectives setting 235
41 Objectives tree 240
42 Goal hierarchy 24343 Charter 24644 Goal catalogue 247
45 X-matrix (Hoshin) 25046 SMART goals 25347 Goal grid 254
48 Well-defined outcomes 25549 3 P statements 258
410 SNAP 259
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Table of contents
20
5 Analysis 261
51 Strategic analysis 264511 Value chain analysis 267512 Critical success factor (CSF) 271513 Hedgehog 274514 SWOT and TOWS 277515 Life cycle 284516 5 Forces 289517 Competitor analysis 293518 Customer segmentation 297519 Strategic market group 3005110 Environmental analysis (PEST) 3045111 Excursion Introduction into strategic development 3065112 Business matrix 3075113 Productmarket mix 3125114 Blue ocean 3155115 Strategic development options 3195116 Strategy matrix 324
52 Technical analysis (system process data technology) 326521 Architectural decomposition view 326522 Functional decomposition 328523 Process analysis 331524 Interface analysis 334525 Logical data relationship 338526 Entity relationship diagram 340527 Technology and systems landscape 342528 Requirements catalogue 344529 Logical and functional system modelling 346
53 Organisational analysis 348531 Organisational structure 350532 Diamond grading 355533 Org structure versus process 356534 Span of control 358535 Organisational assessment 360536 Powergram 361537 Communication net 364538 Communication matrix 366539 Communication structures 370
6 Decision making (incl evaluation prioritisation) 372
61 Decision tree 37762 Perspectives3 379
63 Argument balance 380
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Table of contents
21
64 Swap sorting 382
65 Pair ranking 382
66 Cross of beliefs 384
67 Polarities 385
68 Utility analysis 387
69 Nominal group 389
610 100 Points 391
611 Cartesian coordinates 392
612 Vroom Yetton 393
613 Risk analysis 396
614 Prioritisation matrices 401
615 Think 360 406
616 Distance mapping 408
617 Reflections 411
7 Project management tools 413
71 Project management activities tools terms and indicators of risk 414
711 Key project management activities and tools 414
712 Brief glossary of key project management terms 417
713 Warning signs of project risks 419
72 Project contract 421
73 LogFrame 424
74 Project roadmapprogramme 430
75 Work breakdown structure 432
76 Gantt chart 436
77 Project work plan 437
78 Project environment analysis 438
79 Project structure 440
710 Project management roles and responsibilities 442
711 Project communication plan 445
712 Accountability matrix (CIDA) 449
713 Stakeholder communication 451
714 Workshop guideline 453
715 Expectation review 455
716 Booz ball evaluation 456
717 Six thinking hats 457
718 Action steps and reviews 458
719 Project management skills radar 459
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
Table of contents
22
8 Annex A ndash Check Questions 463
81 Check questions for a project start 46382 Check questions to review ideas and qualitative information 46483 Check questions to define the current situation ndash diagnostic 46484 Check questions to define goals and objectives 46585 Check questions during an analysis 46686 Check questions during decision making 46787 Check questions for the project initiation phase 468
9 Annex B ndash Scenarios and tool lists 469
91 Authorrsquos top 10 tools 46992 Scenario Good practice for project and problem definition 46993 Project planning and definition 47194 Strategic analysis 47295 Org analysis and org design 47396 Organisational restructuring 47497 Feasibility study 47498 System development 47599 Strategy workshop 476910 Business process improvements 477
Bibliography 478
Application areas of each tool (in alphabetic order) 484
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
23
1 Introduction to the concept and application of this book
11 Structure of this book
The book starts with a brief introduction (chapter 1) to the competence model onwhich this book is based as well as the bookrsquos particular focus improving the me-thodical competence as part of an individualrsquos personal development Chapter 2explains the concept ndash categories of tools and techniques aligned to a problemsolving process ndash followed by a description of how to use the book most effec-tively and efficiently How to search identify and select the appropriate tool isdescribed in section 23 together with an example of a compilation of tools(lsquoshopping listrsquo to prepare a workshop) Additional scenarios of typical businesssituations and a suggested compilation of appropriate key activities tools andtechniques (lsquoshopping listsrsquo) can be found in chapter 9 The section 23 lsquoHow toselect the right toolrsquo also provides a selection tree (lsquohow to find a toolrsquo) for furtherdirections
The subsequent four chapters represent the four problem solving process stepsThe sub-chapters contain the relevant categories of tools and techniques For ex-ample lsquodiagnosisrsquo the first problem solving process step in chapter 3 containsthe three tool categories lsquodefine the situationrsquo (chapter 31) information gather-ing (chapter 32) and creativity (chapter 33) in the sub-chapters This structureenforces process thinking along with the knowledge of which tool is most likelyto be needed and used in which problem solving process step Alternatively thebrief content section at the beginning of this book allows direct access to all cate-gories of tools
12 How to use the book
Either browse through Look for what you know and what you still want to knowmore about Several techniques might be familiar to you in some way or anotherBuild on this familiarity and combine old and new If you are relatively new tothis field you might want to read it cover to cover to gain an overview of what isavailable As a more experienced user you might want to dive into those pointsthat attract your interest ndash perhaps more complex techniques and new ap-proaches If you are looking for a specific tool go to section 23 lsquoHow to select theright toolrsquo
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
1 Introduction to the concept and application of this book
24
Use this book as your toolbox Every experienced user has his own well-developedtoolbox of his personal favourite tools and techniques This book is designed toprovide you with valuable tools and information to create develop and enhanceyour own toolbox over time Be innovative open and creative You might find ad-ditional applications for some of the tools somewhere else or with a different ob-jective Take on new ideas and perspectives to enhance your portfolio of tools andplease write to me (naNicolaiAndlercom) with the new ideas and tools youhave discovered so they can be included in future editions of this book
Authorrsquos note I use lsquohehisrsquo for simplicity reasons only Please substitute withlsquosheherrsquo wherever appropriate
13 The target audience of this book
A large number of business people have made use of consulting work in recentyears they have either been exposed to consultants on the job or were responsi-ble for hiring them At the very least however they would have heard of consult-ing work and results through somebody they know Not often though is theconsultantrsquos job really understood We are currently in a business phase wherepeople enquire about even question and study at depth the apparent lsquomagic andsecrets of consultingrsquo in order to demystify better understand and be able toquestion what consultants are doing in order to potentially do the job them-selves
A typical customer of this book is
bull A practising consultant who wants to find other tools and techniques to com-plement his portfolio and to have a source of reference
bull An employee in an internal consulting department (the new trend) whowants to study and learn the portfolio of tools
bull A manager who wants to know more about the lsquosecret consulting weaponsrsquoand the consulting buzz-words and techniques
bull An individual who wants to solve business problems himself without the useof an external consultant
bull A business student who wants to learn some smart and effective tools for his(case) studies or who is interested in systems thinking or management con-sulting
bull Hopefully lecturers and teachers who want to expand their knowledge be-yond the lsquoBCG matrixrsquo and include this approach in their lectures
bull Not an absolute beginner
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
15 Skills and competencies for your personal development
25
14 The scope of this book
This book is intended as a practical and simple collection of tools and techniquesthat are lsquoready-to-usersquo without having to study for hours and plunge into thedepths of theory and science
The lsquoIS ndash IS NOTrsquo tool (see figure 1 and chapter 3117 for more details around thetool) defines lsquowhat is in and out of scopersquo of this book Most consulting booksdeal with the setting up and running of a consultancy ndash not this one This bookonly deals with the tools and techniques you will need and could apply during(consulting) projects problem solving situations workshops etc Therefore it isthe toolbox for the job itself
Two decades ago Peter Block pointed out that lsquotechniques are not enoughrsquo in hisfamous book Handbook of Flawless Consulting Although he is still right today Iam sure that knowing more of the right tools and techniques and being able toapply them does not harm either
15 Skills and competencies for your personal development
The overall intention of this book is to help with your personal development inparticular enhancing your cognitive and methodical competence
What makes up a competence Three things influence and shape a competence
bull Talent ndash natural qualities innate abilities or endowment in some field or ac-tivity or something you are born with
Figure 1 lsquoInrsquo and lsquoout of scopersquo areas of this book
This book IS NOT about
THIS BOOK IS ABOUT
Problem-solvingprocesses
Listing andexplanations of tools
and techniques
Start-upadvice
How to becomea consultant
Consultant-clientrelationship building
Promoting andselling in consulting
Negotiating andcontracting in consulting
and business
Academic or scientificperspective of the
consulting businessChange managementand resistance
Implementation
Finance andpresales
in consulting
Leadership
Product developmentand marketing in
consulting
Engagement andrelationship building
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
1 Introduction to the concept and application of this book
26
bull Skills ndash abilities you can learn study or acquire through training eg ac-counting skills
bull Experience ndash the accumulation of knowledge or skill that results from directparticipation in events or activities It is the application of theory in the prac-tical world and the resulting learning
All three together ndash talent skills and experience ndash build a competency Human Re-source and personal development professionals distinguish between four differ-ent types of competency (see figure 2)
bull Functional competence ndash skill and knowledge in a certain subject or field eg inmarketing finance sales engineering combined with experience and indus-try related knowledge eg automotive This competency is tangible and mea-surable in terms of degrees and years and is normally documented on yourCV
bull Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills eg social in-teractions team leadership or conflict resolution The key concept in this areais lsquoemotional intelligencersquo
bull Cognitive and methodological competence ndash the systemic knowledge and abilityto apply rational analytical logic tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and implementtasks successfully
This book focuses on the cognitive and methodological competency In order toenhance your current repertoire the book provides a comprehensive list of toolsand techniques Instead of just listing them in any kind of order the approach
Figure 2 Four competences of personal development ndash the focus is on the cognitive and methodical competency
Functional competence ndash skills and knowledge in a certain subject or field eg in marketing finance combined with experience and industry related knowledge ie automotive
bull
Interpersonal competence ndash typically lsquopeoplersquo skills or lsquosoftrsquo skills ie social interactions team leadership or conflict resolution
bull
bull Cognitive and methodological competence ndash the systemic knowledge and ability to apply tools techniques etc
bull Implementation competence ndash the ability to take responsibilities and action
Competences for personal development
TalentSkills
ExperienceCompetences
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
16 Clarification on methodologies models tools and techniques
27
combines a simple 4-step problem solving approach with relevant categories oftools Each category lists the tools that are most likely to be required and neededwhile working through each specific process step Figure 3 shows how the compe-tency-model and the concept of this book relate to each other
16 Clarification on methodologies models tools and techniques
This bookrsquos centres of attention are tools and techniques I try to follow KISS(= Keep it simple stupid) In order to free up the book of academic ballast the un-derlying theories and models have not been scientifically proven Terminologyand abbreviations can sometimes be useful but are often rather counter produc-tive when it comes to explaining business and consulting terms to outsiders (fig-ure 4) Consultants tend to use lsquoTLArsquosrsquo (three letter acronyms) to simplify but alsoto avoid having to explain the content behind it Ask them if you donrsquot under-stand the business jargon It is likely that you are not the only individual whoshould ask questions ndash even the speaker might not really know what he is talkingabout
Figure 3 Competences and the concept of this book
Figure 4Underpinning for tools and techniques
Project management ndash project governance
Definesituation
Gatherinfo Creativity Goal
settingConsolidateinformation
Strategicanalysis
Technicalanalysis
Organalysis
Decisionmaking
Problem solving process
Tools and techniques
Concept of the book
Categories of toolsbull Functional competence
bull Interpersonal competence
bull Cognitive and metho-bull dological competencebull Implementation competence
Competences for personal development
DiagnosisGoal and
objective setting Analysis Decisionmaking
Focus ofthis book
Theory
Tools and Techniques
Models
Methodology
Concepts
FrameworksMethods Structures
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
1 Introduction to the concept and application of this book
28
I do not wish to engage in a discussion about the underpinnings of the selectedtools and techniques Theory came first and somehow via a variety of modelsstructures frameworks etc tools and techniques resulted A tool or techniqueprovides guidelines on how to apply and carry out certain tasks
Authorrsquos notes
Whatever name or term you use and how you define it It needs to work suc-cessfully for you That is all that matters
The main purpose of tools and techniques is to provide you with a structurefor your thoughts and actions The tools do NOT replace your own intuitionlines of thought and critical dialogue with the topic Use tools as a stimulusand suggestion and customise them according to your needs
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
29
2 Problem solving approach and application
The basic concept on this book is to provide a compendium of tools and tech-niques typically used in a project management consulting or workshop environ-ment A problem solving process is used as a framework around which all catego-ries of tools and techniques are grouped in order to be able to deal with all issuesor problems in every domain of your business life This book brings together toolsand techniques to enhance your methodological competency while focusing onthe interdisciplinary areas of strategy organisational structure information sys-tems and project management
The underlying concept of this book is a universal problem solving process consisting offour steps (diagnosis goal setting analysis and decision making) This problem solvingprocess is applicable to any type of problem and situation Tools and techniques whichhave a similar purpose are grouped into the same category
So the overarching framework is the problem solving process which is discussedin the next section (chapter 21) The tools and techniques lsquorank beneathrsquo theproblem solving framework in nine different categories
21 Problem solving
When solving a problem we normally want to achieve more than just getting ridof some unacceptable situation More often we are also trying to achieve someother more desirable state Theoretically speaking wersquore trying to move from theproblem state to the solved state (see figure 5) We do so by crossing what is calledlsquothe solution pathrsquo It seems obvious that if we do not focus some of our attentionon the solved state the likelihood of attaining it is diminished Unfortunatelythe problem state is what often attracts most of our attention
Figure 5 Problem solving and the solution path
Solution pathProblemstate
Solvedstate
